Public Service (CrokePark) Agreement 2010-2014
Action Plan
This Action Plan is in respect of the Office of the Attorney General (AGO), Chief State Solicitor's Office (CSSO) and the Law Reform Commission (LRC). Each organisation presents its material in three areas.
The first sections set out the many changes, developments and initiatives implemented by the Offices and Commission to enhance efficiency, customer service and reduce costs. The measures are significant and are constantly being built on because the Offices and Commission believe that improvement is a continuous process.
The second sections set out actions that are in progress but not as fully embedded as the processes described in the first section.
The third sections contain information on action or initiatives that the Offices and Commission propose to undertake.
1
Office of the Attorney General
- Measures in place
- Measures in progress
- Measures proposed
1
I. Measures in place
Developments / Progress / PSA ref / Timeframe/MilestonesCorporate Governance
Risk Procedures / A Risk management regime has been established in the Office. An assistant Secretary has overall responsibility for the process which includes six monthly reviews of corporate and risk registers and reports to both MAC and the Office’s Audit Committee. / Paragraphs 1.10 and 4.14 / In place and ongoing
Sensitive Files Procedures / The Office has put in place procedures to regularly notify the Government of sensitive litigation that is arising. The Office takes a central co-ordinating role and involves all Departments in the process. Reports are submitted three times per year to the Government in March, July and November. / Paragraphs 1.10 and 4.14 / In place and ongoing
Legal MAC / In order to strategically consider the progress and management of litigation a Legal MAC meets every four months. The members include senior AGO and CSSO legal staff as well as the Attorney General. / Paragraphs 1.10 and 4.14 / In place and ongoing
Audit Committee / The formally constituted Audit Committee operates under written charter with significant external representation including an external chairperson. It meets four times a year and agrees and oversees the work programme of the Internal Auditor. The Internal Auditor role is full-time and covers the AGO, CSSO and LRC.
The work of the Committee and Internal Auditor provides an independent assurance as to internal financial control. / Paragraphs 1.10 and 4.14 / In place and ongoing
Use of IT to enhance service / There is full co-operation by staff in the Office and the Commission in the context of the implementation of all IT projects and related new processes, procedures and functionality.
The Offices are aware of the benefits and efficiencies to be gained by the application of ICT. Many developments have taken place including ACME and FMS. / Paragraphs1.10, 4.1 and 4.13 / In place and ongoing
ACME
(Electronic Case and Records Management system) / The AGO and CSSO share a specially designed legal case and records management system, ACME. This system, which is also used for our administrative files, enables both Offices to organise work and communicate effectively on legal files. Although each file still exists in paper form as well as electronically, there is a single electronic file for those cases involving input by the two offices, eg. litigation files. The system has been customised with workflows to facilitate the processing of case related tasks. In addition to this, the numerous office documents have been configured in such a way that many case related details are populated automatically. These features of the system, not only provide for a reduction in repetitive administrative tasks but they also enable the office to produce management reports, including statistics concerning inputs, outputs and reports concerning many other aspects of the work of the offices. / Paragraphs1.10, 4.1 and 4.13 / In place and ongoing
FMS
(Financial Management System) / The Office has installed a comprehensive financial management system. The system forms an integral part of the internal controls in both processing and managing of the finances in the Office. It enables the office to streamline the purchase to payment process as well as generate timely and accurate financial reports for management.
The reports are used by MAC to monitor and control expenditure both generally and within members' own work areas. The information generated is also used to identify the Office’s budgetary needs.
An asset tracker system which is fully integrated with the FMS ensures that adequate systems of control are maintained over all assets in the Office.
98% of all payments made by the AGO are through EFT / Paragraphs1.10, 4.1, 4.13 and 4.16 / In place and ongoing
Other new technology / The Office has put in place and is using the shared HR System Peoplesoft / Paragraphs 1.10, 4.1 and 4.13
Electronic Irish Statute Book (eISB) / The eISB publishes the text of Acts and Statutory Instruments from 1922 to date on the Internet ( in a searchable and cross-referenced (hyperlinked) format. The eISB also publishes the Legislation Directory(1922-April 2010). The eISB isregularly updated(at least on a monthly basis)as new legislation ismade available.
The eISB is currently being upgraded to include advanced search functionality and other improvementsunder consideration include better access to PDF versions for printing purposes andlinking Actsdirectly with the Legislation Directory.
The eISB is the electronic source used by the EUfor their N-Lex portal for access to Member States' national legislation. / Paragraphs1.10, 4.1 and 4.13 / In place and ongoing
Human Resources / Full co-operation and flexibility given by staff in the Offices and the Commission in the context of the implementation of all projects including commitment to the adoption of new processes, procedures and systems. / Paragraphs 1.4,1.5,1.7,1.8,1.9,1.10,1.11,1.12,1.13,1.14,1.25,1.27, 4.3, 4.4 and 4.5 / In place and ongoing
Promotions made on basis of merit-based competitive competitions / All promotions in the AGO are made on the basis of merit-based competitive competitions. / Paragraphs1.13 and 4.11 / In place and ongoing
Consultative approach / A consultative approach, especially through the Partnership Committee, is in place within the Office.
The Committee continues to be the primary forum for discussing and introducing any changes that may affect staff. For less broad issues the Office is always available for discussions with relevant parties such as the Unions.
Continued consultation with Unions in relation to the engagement of temporary and contract staff and outsourcing of work / Paragraphs 1.14,1.23,1.25,1.27 and 4.5 / In place and ongoing
PMDS / PMDS is fully embedded within the AGO. The Office uses the system to clarify and discuss roles and performances. Earlier this year the Office was able to report to the Department of Finance a 100% compliance rate in respect of the 2009 cycle of PMDS.
All changes agreed centrally have been implemented in full. For instance the system is now clearly linked with the promotion and salary increment processes and is also being used to address any performance issues. / Paragraphs 1.12,1.13 and 4.12 / In place and ongoing
Recruitment / To ensure the most suitable candidates are recruited to the legal grades the AGO uses open recruitment at Assistant Principal Officer and occasionally Principal Officer level. Candidates with the relevant professional legal skills such as barristers or solicitors are recruited through a well developed process in conjunction with the Public Appointments Service. Written tests and experienced interviewers are used to select the best applicants so ensure a high standard is maintained within the Office. / Paragraphs 1.12,1.13 and 4.11 / In place and ongoing
Formal training of staff / There is a formal induction and training process for all new staff. This is complemented by ongoing training throughout each staff member's career. Identification of training needs takes place primarily through the PMDS process.
All this takes place within the budget allocated annually for the purpose. / Paragraphs 1.4,1.12,1.13 and 4.12 / In place and ongoing
Flexibility of staff / Staff show flexibility in many ways that anticipated the PSA for instance:
- Staff are regularly moved between areas within the Office in response to changing circumstances for example to spread experience, compensate for staff losses or to adapt to client needs.
- The secondment project involves the move of some advisory staff into client Departments.
- The use of contract staff has been agreed to meet certain needs.
- Legal work arising from the creation of NAMA. This involves working with private sector expertise.
- A willingness to participate on Working Groups both internal and cross Departmental.
Staff ethos / Staff show:
- commitment to quality of work
- commitment to self development
and regularly work extra and unsocial hours without remuneration to ensure important tasks are completed / Paragraphs 1.4,1.10,1.11,1.12,1.13, 4.14 and 4.5 / In place and ongoing
Staff reductions / Since the introduction of the moratorium on Public Service Numbers the Office has not filled its sanctioned numbers of staff. In particular it has been reduced by 12 administrative members of staff and has reorganised to make sure that core services have been continued. The vacancies have been confined to the administrative staff positions in order to ensure that the provision of legal advice and production of legislative drafting is not compromised. However, administrative staffplay an integral role in supporting the delivery of legal services particularly as they can free up legal staff to concentrate on legal work rather than tasks such as filing, research etc and absorbing the vacancieshas not been easy. The vacancies represent 13% of admin staff numbers and there is no scope for further cuts without impact on the level of legal services the Office can provide.
The number of Contract Parliamentary Counsel engaged by the office has been reduced from five to three / Paragraphs 1.1,1.4,1.5, 4.1, 4.3 and 4.4 / In place and ongoing
Work Life Balance / There is continued commitment to flexible attendance patterns to enhance delivery of services to clients and facilitate staff.
Several arrangements have been permitted to assist staff with work-life balance such as term time, parental leave atypical working hours and E-working. Some of these measures have also resulted in savings to the Office. / Paragraph 4.7, 4.8 and 4.9 / In place and ongoing
Cost Reductions/Avoidance
Reduction in Counsel's Fees / The CSSO frequently refer fee notes from counsel to the Attorney General's Office for approval in respect of the fees being sought, In conjunction with the CSSO the level of fees paid has been reduced significantly over the past two years. (See further information set out in CSSO material below.) / Paragraphs 1.4,1.11, and 4.1 / In place and ongoing
Cost of legal advice / The Office represents very good value for money. Recent media reports demonstrate the high cost incurred when legal advice is sourced from the private sector. Much of that advice isthen consideredand reviewed by AGO staff in any event because of the Attorney's constitutional role or simply at the request of the client Departments. / Paragraphs 1.4,1.11 / In place and ongoing
Cost reductions / The Office has been reducing costs wherever possible. In 2008 net expenditure was €18.1 million, in 2009 the figure was €16.8 million and in 2010 we are on target to spend €14.0 million. This represents a reduction of €4.1 million annually or 22.6% in the three year period.
In relation to staff reductions, the Office at the beginning of 2008 had a sanctioned staffing number of 140. At the end of 2010 the Office will have 126.6 staff serving i.e. a reduction of 13.4 or 9.5%. / Paragraphs 1.1,1.2,1.5,1.10, 4.1 and 4.3 / In place and ongoing
Special Group on Public Sector Numbers and Expenditure Programmes / The Special Group recommended two measures in respect of the AGO and LRC. For the AGO it sought savings of €358,000 and its budget was accordingly reduced by this amount for 2010. The Group recommended discontinuing the LRC, except on an as needed basis, and the transfer of some of its work to the AGO. However, the Attorney General made alternative savings proposals to the Taoiseach. Instead the Commission's budget was reduced by 33% from €3.4 million to €2.3 per annum. The Commission is on target to meet all of its output targets notwithstanding the measures it had to take to effect this level of savings. / Paragraphs1.3, 4.1 and 4.17 / In place and ongoing
Quality Customer Service / Participation in meetings of CMN, QCS Research Group and QCS Officers Network, attendance at centrally arranged seminars, conferences and regular reporting by participants to relevant Committee, local and Main MACs.
The Office undertook separate follow-up satisfaction surveys of clients and customers of the Advisory and Administrative sides and the Office of the Parliamentary Counsel in March and July, 2008, respectively. The findings of the surveys, benchmarked against the results of the previous survey undertaken in 2004, compared very positively against the findings of the 2004 survey in the key areas of communications, responsiveness and timeliness, accuracy and quality of outputs and service delivery. / Paragraphs 1.4,1.5,1.9,1.10,1.11,1.12,1.14, 4.1 / In place and ongoing
Client service/flexibility / Regular formal review meetings with clients are held.
Issues raised at review meetings assessed and addressed within agreed timelines.
Compliance with Client ServiceGuide and Charter gauged through feedback in the context of regular meetings with clients, meetings of the Advisory and Administration Client and Customer Panel and surveys of clients and customers.
The bimonthly extradition/European Arrest Warrant meetings with client Departments, Garda Síochána and CSSO continued. Issues raised, both in relation to individual cases, categories of cases, management of the area, communications between stakeholders, approaches and strategies to be communicated to panel of counsel, and liaison with requesting States and the Courts Service, are dealt with on an ongoing basis.
Bi-monthly review meetings with Office of the Director of Public Prosecutions and CSSO regarding constitutional cases in criminal law area.
Attendance of Attorney General and OPC representatives at meetings of the Government Legislation Committee and regular meetings of OPC staff and clients.
Biweekly meetings between the Attorney and all Parliamentary Counsel to review the progress of legislation.
Weekly meetings between the Attorney General, Chief State Solicitor and Divisional Heads to discuss matters of general importance including general risk issues.
Maintaining close liaison with the State Claims Agency in regard to the management of childhood abuse litigation.
Close cooperation in context of recent banking issues with the private lawyers employed in the Department of Finance, the in-house lawyer in NAMA and our Advisory Counsel seconded to the banking division of the Department of Finance.
Co-operation and regular review meetings between legal staff in the Office and Departmental officials in devising appropriate legal strategies to ensure the ongoing effective management of domestic and European Court of Justice (ECJ) litigation.
Enhanced service delivery achieved through re-organisation of legal Groups to take account of changing client needs.
Continued commitment to flexible attendance patterns to enhance delivery of services to clients and facilitate staff.
Secondment Project
(See below) / Paragraphs 1.4,1.9,1.12,1.14, and 4.3, 4.4 and 4.5 / In place and ongoing
Comparison with other similar organisations / Projects to benchmark performance at organisational level with similar organisations in other jurisdictions completed in respect of the AGO Advisory/CSSO legal sides and the OPC.
Comparisons were carried out in 2008with public law offices in other jurisdictions to demonstrate how the Office compares in an international context. This project compared the OPC to the Parliamentary Counsel Officein London (PCO) as the most suitable comparator. A 5year period from 2003 to 2007 was considered. Staffing comparisons were an average of 19 permanent drafters and5 contract drafters, while the PCO employed 59 permanent drafters. The comparison in the number of Bills produced was that the OPC Dublin Office had an annual average of 41.6 Bills and the PCO London Office had an annual average of 38.6 Bills over the 5 year period / Paragraphs 1.4,1.12,1.13, 4.1 and 4.4 / In place and ongoing
Statistics / Output Reports produced at regular intervals recording the number of requests for advice from clients and the number of responses provided. All reports can be measured against previous reports to gauge year on year increases/decreases of output.
Additionally, projects are conducted to provide analysis of reports to ascertain levels of compliance with automated workflows. / Paragraphs1.4, 4.1 and 4.2 / In place and ongoing
Better Regulation/Access to legislation / The eISB greatly enhances the freeon-line availability of legislation in a searchable and cross-referenced format. The Legislation Directory(1922-April 2010), available on the eISB,enables usersto identify whether a particular provisionof an Acthas been amended or otherwise affected since its enactment.The eISB is updated in a timely manner as new legislation ismade available. / Paragraphs 1.4, 1.10, 1.12, 4.1, 4.2 and 4.13 / In place and ongoing
Irish Language Scheme / The Office’s first Scheme to implement the provision of the Official Languages Act 2003 in the Attorney General’s Office, Merrion Street and the Chief State Solicitor’s Office commenced on 20 June 2007. An Action Plan is in place to monitor the implementation of the commitments set out in the Scheme. A review of the Scheme was undertaken by Oifig an Choimisinéir Teanga in June/July 2008. A new Scheme for the period 2010 – 2013 which sets out the Office's commitments to provide enhanced services in both languages over the course of the Scheme has been agreed with the Department of Community, Equality and Gaeltacht Affairs with a commencement date of 18 October 2010. / Paragraphs 1.4, 1.10, 1.12 / In place and ongoing
Legal Training for Civil Servants / Development & Delivery through CMOD of courses on administrative Law and Legislative drafting.
The 'Administrative law course for civil servants' was initially piloted by the AGO through CMOD in 2008. The one day course is presented by three experienced Advisory Counsel and four sessions of the course have been provided to date. Sixty-five civil servants have availed of the course and feedback has been generally very positive. The course has been adapted based on the feedback received and two more sessions of the course will be given in October this year. Due to the success of the course and in order to meet continued demand the AGO intends to provide the course on a yearly basis.